Abstract

Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings
The paper examines the multi-wave implementation of big data analytics in a Taiwanese bank.

Originality/value
The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Challenges with big data analytics

Despite its potential, the adoption of big data analytics is hindered by numerous challenges. Financial consideration and human resources are the two main factors obstructing its implementation. Studies suggest many banks are yet to realize the full benefits and returns of leveraging big data. Most organizations also lack adequate managerial and technical skills to gain value from big data usage. Indeed, many banks unfamiliar with this new practice lack the capabilities to embed big data analytics into their operations and processes. A difficulty firms face is reducing a large and diverse dataset derived from several sources into easy-to-interpret results that can support decisionmaking. It becomes critical for firms to employ experienced data scientists who can uncover insights that can help improve the bank’s operation and performance. Banks also face many non-technical challenges in big data applications. Organizations need the buy-in from organizational members from all ranks-from senior management to lower levels across various functions. The adoption of new technologies necessitates changes in operating practices which may result in organizational resistance. Security, privacy and government regulations can also impact big data applications.

Impact of big data analytics in bank A

Using insights from customer clustering and product affinity models, Bank A was able to adapt its offerings across channels. For example, the organization used cluster affinity scores to target specific marketing campaigns for those customers. Bank A implemented these changes in three waves across ten months. The results showed that the different divisions (e.g. wealth management and personal finance) improved their response rates using the two data analytics methods.

Abstract

Information system integration during merger and acquisition (M&A) is a critical process when organizations are joining. The integration process consisting of several crucial activities for making organizations being able to work together. Organizations need to evaluate internal and external factors in order to make the process work. In this paper we evaluated critical success factors, challenges and information systems (IS integration methods from interviews with employees in a case study to identify the most critical activities for a successful IS integration. The investigated process stretches from the introduction of the M&A to the actual integration of two organizations IT-stacks. The identified crucial activities found were top management support, organizational culture, importance of competence, internal communication, maintaining information system security, communication with end-users and managing legacy system. Evaluating these topics and creating a short and a long-term plan on how to integrate and work with these are essential to succeed with the IS integration in any M&A.

Introduction

One way for organizations to grow is through merger and acquisition (M&A) which could be an excellent opportunity to expand but are equally as challenging. Henningsson, Yetton [1] mentions that 60-70% of the M&As causes organizational problems rather than creates financial values. One process that is problematic and cause confusion is the information system (IS) integration, which today plays a central part in the realization of an M&A. According to Sarrazin and West [2], 45-60% of the expected benefits, such as financial gains and market shares, are directly dependent on IS integration. Accenture [3] reports that IS integration is the second most important reason for M&A failures, which can cause billions of dollars in losses if not prioritized.

IS integration related to an M&A is often described as consisting of the same key processes including due diligence and the IS integration processes [1, 4-7]. These processes, together with success factors and challenges, create a blueprint for how IS integration can be done in practice. However, reality is more complicated, and the realization of the process is one of the most critical steps of the M&A [5]. Haspeslagh and Jemison [8] have broken down the M&A process into two phases. The pre-phase and the post-phase, where the most critical phase is stated to be the pre-phase [8]. Henningsson [4] later redefined these phases, including several sub-processes. Harrell and Higgins [6]; Lam [9] as well as Soliman, Clegg [10] identified several success factors and challenges that are critical to a successful IS integration. Another identified challenge in the literature is organizational culture. During the integration of two companies, organizational culture is considered as an important challenge to manage [11]. According to Henningsson [4], only 18 % of the M&As deals with post-phase challenges, while 82 % struggle with pre-phase challenges. Technology integration during an M&A is a crucial part of the upcoming organization. All major processes of an organization are dependent on the information IS provides, e.g. decision-making, resource allocation task performance, risk identification [6, 12].

Conclusions and future research direction

This paper discuss the question: What needs for making an IS integration a successful system integration in an M&A? It does so from a process perspective, and it can be concluded that merging organizations need to consider some activities carefully before the IS integration takes place. Top management support is of high priority for employees to be able to complete the process of IS integration. Except for the categorizing of phases, the main distinction between literature and practice in this research is the importance of evaluating work methods when legal restrictions are still in place. Finding a way to conduct the IS integration during the time organizations cannot talk to each other is important for the day one launch of the new organization. To have functioning IS at day one, the organization needs to have clear communication and integrate the two organizational cultures with a short and longterm plan. This plan should also include the structuring of the combined IT-stacks and should evaluate which systems to kill or to re-invest in. Organizations also need to put effort into merging the cultures and unite employees early in the M&A. It will facilitate the workflows between employees and involved organizations. Transparency is crucial in and between involved organizations. This transparency is especially important from top management level, that clearly needs to communicate organizational goals, integration methods and approaches to all levels of participating organizations. It can also be claimed, even if the respondent did not give it high priority, that manage the question of legacy systems is crucial. The merging organizations need to have a working solution up and running at the day one launch. Otherwise, it could have consequences for the customers due to unavailable services. Hence, it is not viable for the future, building on old systems. It will eventually end up in technical debt, costly to both invest in and to deconstruct.

Abstract

The rise of information technology has transformed the business landscape, with organizations increasingly relying on information systems to collect and store vast amounts of data. To stay competitive, businesses must harness this data to make informed decisions that optimize their actions in response to the market. Business intelligence (BI) is an approach that enables organizations to leverage data-driven insights for better decision-making, but implementing BI comes with its own set of challenges. Accordingly, understanding the key factors that contribute to successful implementation is crucial.

This study examines the factors affecting the implementation of BI projects by analyzing the interactions between these factors using system dynamics modeling. The research draws on interviews with five BI experts and a review of the background literature to identify effective implementation strategies. Specifically, the study compares traditional and self-service implementation approaches and simulates their respective impacts on organizational acceptance of BI. The results show that the two approaches were equally effective in generating organizational acceptance until the twenty-fifth month of implementation, after which the self-service strategy generated significantly higher levels of acceptance than the traditional strategy. In fact, after 60 months, the self-service approach was associated with a 30% increase in organizational acceptance over the traditional approach. The paper also provides recommendations for increasing the acceptance of BI in both implementation strategies. Overall, this study underscores the importance of identifying and addressing key factors that impact BI implementation success, offering practical guidance to organizations seeking to leverage the power of BI in today’s competitive business environment.

Introduction

The speed of data generation and accumulation has increased with the increasing use of information technology solutions by organizations, which are now using digital tools to store and analyze vast amounts of data in real-time [28,[37], [63]]. Companies and organizations can gain a comparative advantage and overtake their competitors through the analysis and continuous and effective use of data and information [12,30,68].

Business intelligence is one of the popular and welcomed solutions for organizations to use data analysis for decision-making and data-oriented business [67,74]. For example, a retail company can use business intelligence to monitor customer behavior and preferences and adjust its marketing strategy accordingly [48]. Likewise, a manufacturing company can use BI to optimize its supply chain, reduce production costs, and improve product quality [27]. This solution offers managers and experts of organizations the possibility of making smart and updating analyzes and decisions. A business intelligence system is usually defined as a set of technological solutions [12] that facilitate organizations to collect, integrate, and analyze large data stores in order to understand their opportunities, strengths, and weaknesses [23].

Conclusion and outlook of research

The purpose of this research was to investigate the impact of business intelligence system implementation strategies in IT organizations on organizational acceptance. The study identified effective factors in the implementation of business intelligence systems through expert consultation and created a dynamic model to simulate the self-service and traditional approaches. The results showed that the self-service strategy led to higher levels of organizational acceptance compared to the traditional approach, with a difference of 30%.

To validate the initial results, three scenarios were proposed by experts: acquiring domain knowledge, increasing cooperation with the requesting team, and developing soft skills in the development team. These scenarios showed that the traditional approach can become more competitive and gain more organizational acceptance by addressing the lack of domain knowledge, improving cooperation with the requesting team, and developing soft skills in the development team. Each scenario resulted in an increase in organizational acceptance by 17–25% compared to the initial state of the traditional strategy.

Abstract

     One of the most critical areas of concern in the online learning process is to design engaging courses that are easy to follow and interactive to keep the audience attracted when there is no in-person communication between instructor and learner. Online courses may be challenging for learners, instructors, and institutions as well. However, the employment of creative approaches incorporates into online training strategies aims to make learning more interactive for learners. This case study discusses the employment of a range of creative e-learning strategies and online technological tools to deliver knowledge in a virtual environment based on collaborative learning, learning by doing, and team-based learning techniques. Common challenges of e-learning faced by the instructor and learners and the way they are approached are also discussed. The introduced approach has been employed in a Management Information Systems course as a case study.

Introduction

     Efficient knowledge transfer is the key to sustaining success and development. The advancement of technology has made knowledge transfer and learning processes faster and more convenient and online learning through the Internet and web applications has enabled individuals to study globally. The Internet has provided people from all over the world to gain equal education opportunities and simply transfer knowledge. Online learning through the Internet and web applications enables individuals to study and teach from anywhere in the world in a cost-effective and time-saving manner [1]. Especially with the coronavirus outbreak and the limitation of in-person classes, virtual education has been welcomed. Furthermore, the hectic lifestyle, ease of internet access, and increase in access to educational tools are other reasons for the popularity of online courses [2]. The major customers of e-learning services are schools, universities, educational institutions, and the training department of industries. In industries, employees’ efficient performance is significantly reliant on frequent and regular education; however, since employees are almost busy attending in-person courses, delivering the training material by e-learning makes a significant contribution to keeping them updated. E-learning is an online learning platform that emerges in a formal context and employs a variety of multimedia and communication technologies for a convenient learning process [3]. E-Learning is moving toward more inclusive developmental approaches with the necessity to deliver more interesting, effective, and engaging e-learning courses [4].

     Flexibility is the main advantage of online learning. Unlike the traditional or face-to-face learning method, online learning and distance education have improved businesses and education systems in many aspects [5]. Distance education provides students with the opportunity to get connected to their counterparts in different parts of the world while the instructor assigns them in teams to deliver group assignments remotely and engage in video calls and distance meetings unlimitedly [3].

Conclusion

     The importance of delivering creative approaches in teaching is highlighted since a considerable shift has been witnessed in the classroom environment by the spread of e-learning. E-learning courses are required to assure the attendee’s improvement in competency, knowledge, and skill by providing accurate and applicable processes for knowledge transfer. In this case history, methods that have been employed in an online MIS course to ensure that the class is collaborative, and students learn by doing in a team-based environment have been introduced. The feedback received from students by taking technology-based approaches in teaching MIS and students’ evaluation records has demonstrated the success of the approach; however, to realize the reliability of the approach in comparison to similar teacher-oriented e-learning courses should be analyzed using students’ evaluation records in different courses. Also, a systematic feedback collection is required to ensure the proposed e-learning methods are convenient and useful. Feedback collection after each program helps identify the barriers to effective learning, select effective methods of problem-solving, and improve the system.

Highlights

Abstract

Keywords

1. Introduction

2. Literature review

3. The theoretical framework of event analysis

4. Statistical model

5. Analysis of the shock effect of the epidemic on the market financial system

5.1. The shock effect of the epidemic on market supply and demand

5.2. The shock effect of the epidemic on stock securities

5.3. The shock effect of the epidemic on business operations

6. Conclusion

Author statement

Acknowledgements

References

Abstract

The Corona Virus Disease 2019(COVID-19) has a dramatic effect on my country’s market and financial system. Although China has controlled the deterioration of the epidemic, this global epidemic will inevitably have an impact on the global economy including China. In order to study the shock effect of the COVID-19 on the market financial system, this paper builds a data model processing system based on the event analysis method, and analyzes the shock effect from three aspects of supply chain finance, financial securities, and corporate financial systems. Moreover, this paper uses crawler technology to obtain valid data from major websites, analyzes model data with mathematical statistics combined with event models, and outputs the results and compares them with the actual situation. Through data analysis, it can be seen that the model constructed in this paper can effectively reflect the shock effect of the COVID-19 on the market financial system. Finally, the comparison method is used to compare the research results with the actual situation. The results show that the two are basically the same. Therefore, it can be seen that the proposed research method has significant effects and has certain reference value for studying the shock effect of the epidemic on the financial system.

1. Introduction

At the beginning of 2020, a new crown pneumonia epidemic broke out globally. Although China has controlled the deterioration of the epidemic, this global epidemic will inevitably have an impact on the global economy including China. At present, the epidemic abroad has spread significantly. As governments of various countries have adopted measures to close the country, states, and cities, production factors cannot flow freely in the market, and many industries around the world have been hit hard. Moreover, many companies are unable to carry out normal production, the global industrial chain is broken, and global market demand is in a declining stage. In addition, the global stock market plummeted, and many countries including the United States, South Korea, and the Philippines experienced stock market circuit breakers. Among them, the US stock market even experienced four circuit breakers.

1. Introduction

The growing concerns for the environment have been imposing great pressures on companies to implement new models focusing on environmental sustainability rather than traditional models that focus on efficiency and profit only. This major strategic change urges companies to find a win–win solution to mitigate the conflicts between environmental management and economic performance (Chang, 2011). Green innovation has been suggested by researchers as a strategic tool to maintain sustainable development while achieving competitive advantages (Liu, 2020). Green innovation is regarded as a promising way to achieve economic development and sustainability simultaneously because of its emphasis on product differentiation, new-market entry strategies, cost-saving techniques, and high-level management capabilities (Porter and van der Linde, 1995). Green innovations can improve resource productivity by enhancing product value which offsets the extra costs of environmental investments (Porter and van der Linde, 1995). In today’s business environment, it is critical for companies to embrace green innovation in order to prosper financially and environmentally as well. However, research dealing with the inherent drivers or antecedents of green innovation is rare. Many studies have focused on external factors as the drivers in improving green innovation, such as government regulations, stakeholders’ pressures, etc. (Provasnek et al., 2017; Yu et al., 2017).

Highlights

Abstract

Keywords

1. Introduction

2. Theoretical background

3. Research methods

4. Results

5. Discussion

6. Conclusion

Appendix A. Prior studies included in this review

Appendix B. Measurement instruments for Habit

References

Abstract

Habit has been modeled in different ways in information systems (IS) research. It is theorized to directly impact system use (SU), moderate the impact of behavioral intention (BI) on SU, indirectly impact SU through BI and other variables, mediate the effects of other variables on BI and SU, and moderate the effects of other variables on BI. Prior studies empirically examined models of habit in various settings such as different types of respondents and geographic regions. Unsurprisingly, empirical findings on the relationships involving habit have been inconsistent and mixed. This study proposes that the variations in empirical results may be due to the various models of habit and the study characteristics. An exploratory meta-analysis and review of habit and its relationships is conducted by synthesizing findings across 130 samples reported in 114 published studies. Implications for research and practice are discussed.

1. Introduction

Habit has gained prominence in information systems (IS) research and practice over the last decade. As IS engender considerable investments and become more prevalent within organizations and societies, the adoption, use, and continuance of IS by individuals continue to garner attention among researchers and practitioners. Although traditional explanations of individuals’ IS adoption, use, or continuance are largely based on rational calculations (e.g., ease of use) and affective emotions (e.g., satisfaction), there is greater recognition of the role of habit in the IS domain (Ashraf, Tek, Anwar, Lapa, & Venkatesh, 2021)

Habit is of considerable importance to practice since it implies and underlies individuals’ repeated engagements with IS (Limayem, Hirt, & Cheung, 2007). It relies on the automaticity of responses of individuals to environmental cues in using IS rather than rational or affective responses (Kim et al., 2005, Limayem et al., 2007, Ortiz de Guinea and Markus, 2009, Venkatesh et al., 2012). Habit is applicable in both voluntary use contexts such as online shopping, social media, and instant messaging (Lankton et al., 2020, Pahnila and Warsta, 2010, Sun et al., 2017) and mandatory use contexts such as learning management systems (Ain et al., 2016, Kumar and Bervell, 2019). Habit can maximize IS use by individuals and enable organizations to realize returns on their IS investments.

Consistent with the notion of automatic response, habit was initially portrayed as an antecedent to explain the system use (SU) behaviors of individuals, and also a moderating influence on the relationship between behavioral intention (BI) and SU (e.g., Limayem & Hirt, 2003; Limayem et al., 2007). Over time, habit has been modeled in different ways including as a direct effect on BI (Liao, Palvia, & Lin, 2006), an indirect effect on SU through BI (Baptista & Oliveira, 2015) or other variables (Wilson, Mao, & Lankton, 2010), and as a mediator of other effects on SU (Khang, Han, & Ki, 2014) or BI (Chiu, Hsu, Lai, & Chang, 2012).

Abstract

Keywords

References

Abstract

This paper is a semantic review research as a preliminary study to analyze the use of Absorptive Capacity (AC) theory in Information Systems (IS) research. This study aims to contribute to filling the gaps in the AC literature by analyzing the evolution of AC theory and models. A systematic literature review was carried out using an analysis of articles from ten leading journals in the IS field based on Scientific Journal Rankings. The selection of SI journals in the 1st quartile status aims to cover research related to research topics with good quality. The results show that the implementation of AC in IS is different from the initial concept of AC that was formed. The study identified the main driving factor for AC that has not been fully revealed in AC research in IS, namely Organizational Behavior. This study opens up future research opportunities to explore each dimension of AC development.

1. Introduction

Absorptive Capacity theory (AC) has evolved since a new theory was introduced [1]–[3]. This theory is introduced by Cohen [4] for the first time in social science. There are at least 278,000 articles found in Google Scholar engine that discuss about AC [5]. It shows that AC theory is an interesting topic to be researched about. The first time the theory was discussed in scientific research, it was described as the organization’s ability to learn about identifying, assimilating and exploiting the knowledge from the environment [4]. AC is an important theory in Information System research (IS) [6].

Cohen and Levinthal (1990) [4] suggest paying attention on individual cognitive ability for AC improvement. It is considered as part of organization’s construction [1]-[3]. Although AC (AC) relates to learning and knowledge, many AC’s researches do not focus on individual role contribution in this development [11]. They are more focused on structural and procedural processes in the organization [3]. According to Zahra and Goerge [1], there are many ambiguities in the description of measurement, definition, component, antecedent, and result of AC. The organization’s competitive advantage can be achieved through AC. Therefore, the organization gives the maximum support to it [7]. It is important to understand how researchers observe and explain how far AC engagement in the organization is. This is necessary so that organizations can utilize these capabilities optimally [6]. Meanwhile, there are differences in theory interpretation and implementation as aforementioned (and see Absorbtive Capacity definition section). Responding to these problemss, this study seeks to provide an overview of the literature on the development of AC theory since its inception until now and clarify the construct of individual role on it. Specifically, this study is expected to contribute to AC theory which fills the gap between formal AC process and how the organization can achieve their competitive advantage. In addition, this study also presents what components of AC are consistently used in the article. The next part of this paper describes the literature review, the third part is the research method, the fourth part is the results of the study and the last part is the conclusions and suggestions for further research.

Abstract

     Considering constantly increasing global competition in the market and developing technologies, information systems (ISs) have become an important component of the business world and a vital component of intelligent systems. An IS provides support for planning, controlling, analyzing activities, and support in decisions by managing data throughout the organization to assist executives in their decisions. The main function of an IS is to collect data spread between various parts of the organization and business partners and to process these collected data to form reliable information, which is required for decision making. Another critical function of an IS is to transfer the necessary information to the point-of-need in a timely manner. ISs assist in the conversion of data and information into meaningful outcomes. An IS is a combination of software, data storage hardware, related infrastructure, and people in the organization that use the system. Many business organizations rely on management information systems (MISs), and they conduct their critical operations based on these systems. The existence of an efficient MIS is a requirement for the sustainability of any business. However, MIS’s efficiency depends on the business’s requirements and nature. The compatibility of MIS with business in the company is vital for the successful implementation of these systems. The current study analyzes differences in expectations of manufacturing and service industries from MISs. For this aim, a fuzzy multi-criteria group decision-making (F-MCGDM) model is proposed to determine the differentiating success factors of MIS in both manufacturing and service industries. Findings indicate that there are considerable differences in the needs of both industries from MIS.

Introduction

     The availability of processed data is critical for any type of business, especially in a highly competitive environment, because real-time access to correct information provides executives of an organization to achieve an advantage against their competitors by taking efficient, effective, timely, and strategically reliable decisions. Collecting the required data, processing to convert it into information, and storing this information are the main functions of an IS. These systems are defined as the combination of people, hardware, software, data, procedures, and policies [1]. People in the system are called end users or clients, who use, develop and operate the system. IS design is made toward end users’ requirements by system analysts. Hardware includes computers and other equipment related to the process, storage, and transfer of data. Additionally, this hardware is a physical interface between the IS software and the end user. All these components interact with each other to handle information that flows inside the organization, and in many cases between peers in the supply chain.

     Most organizations require an information technology (IT) infrastructure. IT is concerned with modern enterprise management functions such as manufacturing, marketing, banking, and financing [2]. A well-designed IT infrastructure is a necessity for a well-performing IS. If IS is thought of as a production process in a manufacturing facility, information can be assumed as the final product. If the final product (information) cannot be delivered under a certain lead time and if it does not meet the customers’ (clients’) requirements, customers will not be satisfied with the product, and the company will lose its customers and future revenues [3]. IT contributes to innovation efforts by supplying increased communication and coordination between different departments and helps reduce the cost of transactions in an organization [4]. A successfully implemented IS, supported by a sufficient IT infrastructure, increases the performance of the whole supply chain of the organization via increased flexibility achieved in all operations between the peers in the chain [5].

Conclusions

     Requirements of today’s businesses increased the importance of ISs. Rapidly changing market conditions and customer needs force companies to react quickly to these changes. Adapting to constantly developing technological trends requires the existence of an effective MIS in organizations to aid executives in their decisions to acquire a sustainable business. However, ensuring the successful implementation of MIS requires a good fit of these systems with the organization’s business. Understanding the differences in business needs and differentiating factors related to MIS’s success must be determined for different industries. Therefore, an F-MCGDM framework is proposed in this study to fill the gap in the literature by determining the differences in expectations of manufacturing and service industries from MIS.

     The application of the proposed F-MCGDM framework to manufacturing and service industries to evaluate the success factors of MISs revealed a considerable difference between the expectations and requirements of companies in these industries from the MISs. Selecting the right MIS according to the most important factors of the company by considering the differentiating factors is important for the actual performance of MISs after the implementation.

Abstract

After an extensive review of the available literature, it is evident that within the Information Systems and Technology (IT) field, project managers are still debating whether to centralize or decentralize IT systems and services personnel. This decision can have a major impact on the effectiveness of the project management process with both organizational structures having advantages and disadvantages. The study examines two real-world examples of projects in the aerospace and defense technology industry that were performed from either a centralized or decentralized organizational structure. Using an industry standard project management methodology (i.e., Agile and Scrum), the study clearly identified the advantages and disadvantages of each organizational structure. A centralized organizational structure can reduce costs at the expense of meeting all the customer’s needs, while a decentralized organizational structure meets all the customer’s needs, it risks significant time delays and cost overruns. Based on the study’s findings, a hybrid approach to organizational structure is proposed incorporating the advantages of both centralized and decentralized organizational structures while lessening their noted disadvantages. Future research should also explore the viability of applying a hybrid approach to organizational structure across different industries.

Abstract

1. Introduction

2. Problems of the Existing Compensation Data Management System

3. Design of Management Information System for Compensation under Multihoming Network Architecture

4. The Function and Effect of MNC-MIS

5. Conclusions and Future Work

Data Availability

Conflicts of Interest

Acknowledgments

References

Abstract

     The management information system for compensation under multihoming network architecture has been developed in order to improve the time efficiency, accuracy, and level of informatization of compensation management in university and deal with the rising data and difficulty in exchanging information between various management information systems resulting from the changing compensation policies. This system is designed based on multihost data network architecture, including function modules of all kinds of compensation promotion, personnel historical data management, time warning, statistics, and report generation. This system integrates my five years’ experience in the front-line of compensation management work. The purpose is to fully solve the practical problems of compensation management in universities, truly help the work of compensation administrators, unify the fragmented compensation management works, and comprehensively improve the level of compensation management. It has a strong popularization and signification for reference for the compensation management work of similar universities.

Introduction

     Compensation information management and statistical analysis is an important routine work of personnel department; the quality of data management directly affects the efficiency and quality of personnel management work [1]. Compensation information has the characteristics of fast update, complex, and trivial. The practical management working process is often faced with serious data redundancy, not timely update, repetitive work, sharing difficulties, and other problems. Information cannot be scientific management, and maintenance [2] will greatly reduce the efficiency and quality of personnel management.

     Public institution is a kind of social service organization for the purpose of public welfare in China, which is engaged in education, science and technology, culture, health, and other activities. Most colleges and universities [3] are public institutions, and the compensation management of public institutions has a strong policy focus. In short, the compensation of public institutions is composed of national compensation, uniformly prescribed allowance, local allowance, and institution allowance. The first three parts are uniformly prescribed by national or provincial policies. All public institutions within the scope of policy are subject to uniform references. All national public institutions have the same reference of national compensation, and all public institutions in the same province have the same reference of some provincial allowance. The institution allowance is the only part determined by the institution itself. Therefore, we can find that the compensation of public institutions has a strong continuity, especially the national compensation, which has the same reference all over the country.

Conclusions and Future Work

     This paper designs a kind of management information system for compensation under multihoming network architecture. Various compensation promotion module, time early warning module, personnel history data management module, statistics module, and report generation module and the detailed data flow have been designed. This MIS can achieve the functions of user authority management, compensationrelated information query, information statistics, and system maintenance and solve the problems of not comprehensive function, poor report processing function ability, cumbersome query, and statistics of the existing compensation management system. Using this MIS can achieve efficient intelligent management of compensation data.

     In future work, we will strive to improve the big data processing technology of the system, improve the data analysis and processing capacity of the system, improve network performance with advanced methods [22], and adopt or develop advanced artificial intelligence algorithms to further improve the intelligent decision-making and suggestion push function of the system. Moreover, we will seek to exchange information with other universities to establish a general compensation management platform and improve the overall compensation data management ability.

1- Introduction

2- Literature review

3- Methodology

4- Results

5- Discussion

References

Abstract

This research focuses on the study of the impact of the HRIS’ use in human resources department (HR) on individual innovation capability. A research model was proposed and the related hypotheses were tested within human resources department of Tunisian companies with 42 respondents. Results estimated by Smart PLS software, showed that HRIS usage enhances individual innovation capability of Tunisian HR employees. Moreover, it has been found that employees’ affective commitment moderates the relationship between HRIS usage and individual innovation capability. In fact, more the employees are engaged affectively to their organization more the HRIS impact is positive and noteworthy on individual innovation behavior of HR staff. The study allows clarifying some lines which are responsible of improving individual creativity.

Introduction

The international environment has grown uncertain and become difficultto predict. Since January 14th 2011, Tunisia’s postrevolution environmentinduced Tunisian companies into changing their working methods and adapting themselves to an increasingly more and more competitive and uncertain environment (Ben Moussa, 2018). Accordingly, to survive and remain competitive, companies should have an information system able to make available reliable and consistent information on all the company’s activities. Itis information that now guides decision-making because it generates knowledge within the organization and as such it is essential for the continuity of the company’s activities. With the classic (non-integrated) information systems, companies find it difficult to manage a large amount of information coming from their different partners. This has forced companies all over the world to gear towards the adoption of information systems able to integrate data on all of the company’s activities (Markus, Axline, Petrie, & Tanis, 2000). These systems provide a knowledge platform that allows users to share information from different sectors such as manufacturing, finance, human resources, etc. (Davenport, 1998; Purvis, Sambamurthy, & Zmud, 2001). These systems are able to support decision-making and provide competitive advantages to the organization (Shao, Feng, & Liu, 2012; Wu & Wang, 2007). Similarly, Tunisian SMEs aremovingmore andmore towards the adoption of new information systems like Enterprise Resource Planning (ERP).